If your 360 feedback only tells you what you already know, you’re doing it wrong.

I believe every leader and manager should take part in 360 feedback. Not because it looks good on a personal development plan, but because it presents the opportunity for genuine and targeted growth.

The real test is in who you invite to give feedback though.

Too often people play it safe, choosing colleagues they know will say the “right” things. The result is then predictable and the opportunity is missed.

The braver option is to include people that may not always agree with you. People you have disagreed with, people you manage closely, and even people outside your immediate circle.

That is where the real value lies. It can feel uncomfortable, but growth rarely happens inside our comfort zone.

When leaders invite honest, sometimes challenging feedback, they show courage and a willingness to listen. They also model something powerful for their teams. The value of feedback and the power of reflection.

If we want leaders who are reflective, resilient and ready to improve, we should encourage them to be brave in how they approach 360 feedback.

Not seeking guaranteed praise and reassurance, but seeking honest valuable feedback.